Improving Lives and
Creating Value

Growth through transformation

Our acquisition strategy is comprehensive and integrated with business, technical, and support strategies to manage risks and meet the overall objectives. Our strategy guides execution across the entire system life cycle. Defined by the relationship between the phases, the work efforts, and the key program events such as decision points, reviews, contract awards, test activities, and operational development objectives. The strategy evolves over time and continuously reflects the current status and desired end point of the program.

Our acquisition team members craft realistic, robust, and executable strategies by helping articulate what the needs are then translating those into mission- or outcome-oriented requirements and adequately identifying the issues, risks, and opportunities that shape and influence the specific acquisition strategy for the given potential target.

Developing and executing an effective acquisition strategy requires advanced business systems thinking to ensure that the various elements of the process are integrated and that interdependencies are understood and accounted for during execution of our strategy. Our strategy is dynamic and it reflects changes that may occur during execution. Program managers need the insight to make informed decisions based on understanding the risks involved in achieving desired outcomes. Therefore, our systems and team members play a vital role in both planning and executing our strategy.

Our Best Practices and Lessons

Focus on that strategy

By avoiding the temptation to only focus on the acquisition’s current results aspect, we can create value in growth. This view tends to ignore other factors-including technical, cost and schedule – that influence a successful outcome and often have interdependencies that must be considered individually and collectively in the planning and executing the acquisition effort.

A targeted acquisition strategy typically includes several strategy elements that collectively combine to form the overall approach to fulfill our enterprise strategy. These elements tend to differ depending on the nature of the target acquisition’s nature and on our acquisition policies, procedures, and regulations.

An acquisition strategy is
not a single entity

Pick the appropriate target

We rely on several factors when selecting potential targets to focus on, including what is being acquired, the level of maturity of the target in its industry, the rate at which technology changes and growth occurs, and the stability the evolving nature of the need that the acquisition effort is addressing. For most acquisition efforts, experience has shown that an evolutionary incremental agile approach is preferred to accommodate and plan for change inherent in every acquisition. However, incorporating an evolutionary or agile approach into the delivery of capability is no guarantee that an acquisition strategy is round.

Other factors also determine the effectiveness of a given target, even after an acquisition. Our state of the art acquisition program has evolved over the last few decades from basic concepts, practices, techniques, and tools borrowed to relatively sophisticated suite of economic factoring, industry trend absorbing, guided experience, and performance evaluation system using structured collection of proven best practices. Experience has shown repeatedly that careful planning frequently regular reviewed by trained qualified people and meticulous control system components as they are developed, while not automatically sufficient by themselves, are necessary to defining and fielding a complex system today.